Developing and deploying lean leaders Mr David Anderson & Mr Stuart Willis BAM Nuttall

SWEET Reward – Quality street sweet or sweet turnip? Intro…

The risks we take…

What’s really changed?

Deploying Lean - What are the obstacles? No conferring - please write down what you think the obstacles are. As many obstacles as you like - 1 per post it…

Group the obstacles that are alike together Header A Header B Header C Header D Header E Header F

Affinity grouping and Ishikawa… Header A Header B Header C Failure of Lean Deployment Header D Header E Header F Headers could be – ‘organisation’, ‘thinking’, ‘culture’, ‘planning’, ‘leadership’…

Discuss in group and list the qualities. What makes a good leader? 1. What are the qualities of a good leader? 2. What do good leaders do? Discuss in group and list the qualities.

What makes a good leader? © Illumine Have you chosen any that aren’t listed here?

Leadership lessons from Dancing Guy By Derek Sivers Sivers.org/ff https://www.youtube.com/watch?v=fBtcY_scLoo

Styles of Leadership - Do you recognise these people… which style is right? Tim Berners Lee

The Pioneer

The Driver

The Integrator

The Guardian

©

Leadership style and Lean What leadership styles support Lean thinking Pick your top 8 from the Deloitte model… Hand out printouts of the previous slide and ask them to pick the top 8 traits for a Lean Leader then discuss – hopefully a mix from them all

Combine them all? Unique & Shared Traits Driver Guardian Pioneer Integrator © Combine them all?

What’s the difference between a traditional leader and a Lean leader? Discuss in a group and list the qualities.

What’s the difference between a traditional leader and a Lean leader? Traditional Leadership behaviour Lean Leadership behaviour Focus on short term results ? Focus on getting the product out (push) Optimise individual process steps (increase speed) Quick fix immediate problems Can’t afford to stop the process People viewed as cost Leader is a boss Views performance from the dashboard Blames others for problems and bad performance Plans quickly, acts slowly Experts and specialists solve problems Lets hear Your Answers…

What’s the difference between a traditional leader and a Lean leader? Traditional Leadership behaviour Lean Leadership behaviour Focus on short term results Focus on long term results Focus on getting the product out (push) Focus on customer demand & smoothing production (Pull & flow) Optimise individual process steps (increase speed) Optimise overall process (reduce waste) Quick fix immediate problems Fix root cause of problems by analysis Can’t afford to stop the process Stop and fix the problem People viewed as cost People viewed as assets Leader is a boss Leader is a – Pioneer, Integrator, driver, guardian…? Views performance from the dashboard Views performance by going and seeing (Gemba) Blames others for problems and bad performance Asks 5 Why’s and looks to the process Plans quickly, acts slowly Plans slowly, acts quickly Experts and specialists solve problems Everybody solves problems

Focus is on satisfied customers, improved performance and a sustainable future. Lean leaders understand that waste elimination and enhancing value for the customer and stakeholders are the basic objectives of Lean.

The power of collaborative working

How many did you get?

How many did your group get?

How many are there? Teacup Door Cake Fly Truck Mouse Car Ice hockey player Bike Pen Crane Chocolate bunny Clock Laptop Cash Pink elephant Phone Teddy bear Spoon Poppy Chair Bell Mountain Rubber duck 25. Bam, LCI, Costain logo’s…

BAM Nuttall Strategy Business structure aligned with customers Value delivery at group, company and sector level Leadership and capability built in Leaders within wider industry and academia to promote Lean construction and support research in future Lean thinking Deploy and capture benefits

Strategic leadership

Lean strategy team

Architecture of deployment

BAM Nuttall Lean strategy Team Support Culture Support Deployment Management Board Divisional directors Operations managers BAM Nuttall Lean strategy Team Lean thinking in Role Profiles External Consultants Where value can be added Business Process and Quality Department Project Level Business Lean Support Manager Lean Leadership Workshops Lean Coordinators LC Training Divisional Lean sponsor managers Supply Chain integration at both Lean Leadership & Awareness Workshops Awareness Workshops Divisional Lean support coordinators Central Knowledge Capture and Communication Customers Internal Supply Chain

Capability

Building broad spectrum capability Awareness workshops over 620 people Coordinator training (Lean Practitioners) 140 trained to date Leadership workshops Over 380 people - Over 1100 BAM Nuttall staff…

Leadership within the industry Get it Right Initiative ConSIG defect avoidance Supply chain engagement

Why this approach?

Senior Management Middle Management Delivery Teams

Leadership

BAM Nuttall Levels of leadership Implementation leadership Lean in action New adopters Lean in action Support leadership Support leadership Implementation leadership Non adopters Implementation leadership Directional leadership Support leadership Lean in action Support leadership Lean in action Late adopters Implementation leadership Support leadership

Applying Lean thinking to leadership single point leadership is a constraint - tackle it do the GEMBA – get leaders at all levels to do this use multiple pull – don’t just push from the top down train people in the behaviours not just the tools create leaders at all levels align leaders to their customers value chain and the overall value chain communicate, collaborate, work together “And if at first you don’t succeed try, try and try again” Robert the Bruce

Developing and deploying lean leaders Mr David Anderson & Mr Stuart Willis BAM Nuttall THANK YOU ©